In recent times, the issue of employee job satisfaction has been crucial for developing and achieving the aims and goals of organizations. This study examines contribution of employee’s job satisfaction on organization performance with particular reference to Mkombozi Bank in Dar es Salaam. Specifically, the study aimed to investigate the impact of talent development, to determine how reward influences employee job satisfaction and lastly the study examined how career promotion of employees affected Mkombozi Bank performance. Descriptive research study was carried out, the research used a sample size of 30 workers. The data for the study is largely obtained via semi-structured questionnaires. The study employed analytical descriptive statistical approaches for analyzing the relationship between the indicators of employees’ job satisfaction and organization performance. Inferential statistics, particularly correlation matrix and multi-regression were the statistical instruments employed for the study analysis. Findings of the study document a weak or no relationship between employee job satisfaction and organization performance. These findings might contravene by other background variables like age of employees, gender, experience, type of jobs, education, etc.) or measurement methods. Depending on the outcomes of this study, the management need to understand that, there is a connection between employee job satisfaction and organization performance. Even though the link has been found to be weak here, it was simply contravened by other variables and measurement methods employed. The management is advised to look at these findings as an eye opener for it to reflect and work on the employee job satisfaction factors in the efforts of improving organizational performance.

1. International Journal of Engineering, Business and Management (IJEBM)
ISSN: 2456-7817
[Vol-6, Issue-4, Jul-Aug, 2022]
Issue DOI: https://dx.doi.org/10.22161/ijebm.6.4
Article DOI: https://dx.doi.org/10.22161/ijebm.6.4.2
www.aipublications.com Page | 12
Contribution of Employee’s Job Satisfaction on
Organization Performance: A Case Study of Mkombozi
Bank, Dar es Salaam
Sabina Mziwao*
, Crispin John Mbogo
St. Augustine University of Tanzania, School of Postgraduate Studies, Dar es Salaam Centre, Tanzania
sabina.mziwao@mkombozibank.co.tz (S. Mziwao), selehemu@gmail.com (C. J. Mbogo)
*Corresponding author
Received: 26 Jun 2022; Received in revised form: 15 Jul 2022; Accepted: 23 Jul 2022; Available online: 31 Jul 2022
©2022 The Author(s). Published by AI Publications. This is an open access article under the CC BY license
(https://creativecommons.org/licenses/by/4.0/)
Abstract— In recent times, the issue of employee job satisfaction has been crucial for developing and
achieving the aims and goals of organizations. This study examines contribution of employee’s job
satisfaction on organization performance with particular reference to Mkombozi Bank in Dar es Salaam.
Specifically, the study aimed to investigate the impact of talent development, to determine how reward
influences employee job satisfaction and lastly the study examined how career promotion of employees
affected Mkombozi Bank performance. Descriptive research study was carried out, the research used a
sample size of 30 workers. The data for the study is largely obtained via semi-structured questionnaires.
The study employed analytical descriptive statistical approaches for analyzing the relationship between the
indicators of employees’ job satisfaction and organization performance. Inferential statistics, particularly
correlation matrix and multi-regression were the statistical instruments employed for the study analysis.
Findings of the study document a weak or no relationship between employee job satisfaction and
organization performance. These findings might contravene by other background variables like age of
employees, gender, experience, type of jobs, education, etc.) or measurement methods. Depending on the
outcomes of this study, the management need to understand that, there is a connection between employee
job satisfaction and organization performance. Even though the link has been found to be weak here, it was
simply contravened by other variables and measurement methods employed. The management is advised to
look at these findings as an eye opener for it to reflect and work on the employee job satisfaction factors in
the efforts of improving organizational performance.
Keywords— Contribution, Employees’ Job Satisfaction, Organization’s performance
I. INTRODUCTION
Every company and business wishes to be competitive and
to make constant progress. The most important part of all
human resources or workers in a company is to be
influenced and persuaded to perform their tasks.
Organizations develop and implement various strategies to
compete with competitors and improve organizational
performance in order to achieve prosperity (Wright,
2018).A successful company aims to discover a high
degree of assurance, teamwork, employee happiness,
connectivity, and temptation levels among its workers so
that they are more motivated to fulfill their job obligations
and achieve overall organizational goals. Employee job
satisfaction is related to how people view, think about, and
feel about their work. Any organization's performance
depends greatly on its workers' performance. Nothing less
depends on its workers, their decisions and their behavior,
notwithstanding the organization's nature, its activities and
the environment in which it works (Mello, 2014).
Employee job satisfaction is becoming increasingly
difficult for companies, including those in the banking
industry, due to a variety of factors, including the

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availability of the right talent in certain fields, manager-
employee relations, competition, differences in the level of
employer-employee expectations, and high costs
associated with hiring new talents, among others. Proactive
efforts aimed at delighting existing workers are now more
important than ever for businesses looking to improve
retention rates and cut associated high turnover costs. For
many organizations, voluntary turnover is a major
challenge (Mitchell et al., 2015)
Employees have always been valued assets in businesses,
since their departure might have a significant impact on the
organization's capacity to achieve business goals,
ultimately resulting in a decrease in productivity. As a
consequence, employee satisfaction is vital to the
company's long-term success. Employee happiness would
guarantee customer pleasure and effective succession
planning (Jain, 2020).
Work climate is a primary determinant of employee
engagement or disengagement. Study shows that
improving the working environment decreases complaints
and absenteeism while increasing efficiency and
productivity (Mohamed & Shah, 2016). However, in
Tanzania, employees have faced low and inadequate
wages, lack of decent accommodation, insufficient work
facilities, low status and minimal opportunities for career
advancement. The purpose of this study is to make
assessment on employee’s job satisfaction on how
contributes organization performance specifically at
Mkombozi commercial banks in Tanzania as a case study.
Specifically, the study aimed to assess the influence of
organization structure together with working environment,
on employee’s satisfaction and performance, to examine
the extent to which reward have an impact on employee
satisfaction and performance, to evaluate the influence of
the availability of career promotions on employee job
satisfaction resulting to performance of Mkombozi
Commercial Bank-Tanzania.
II. LITERATURE REVIEW
The working environmental conditions influence job
satisfaction, as the employees would want their physical
working environmental conditions to be comfortable. The
working conditions include the office equipment, chairs,
furniture, machines, tools, and so forth. The employees
feel satisfied with their jobs, when the productivity levels
goes up, because of the working environmental conditions.
When an employee gets hired, he always desires the
working conditions that would contribute in enhancing his
job performance.
It is important for an individual to feel safe and secure
within the employment setting. The aspects such as
vulnerability, susceptibility, weakness and helplessness do
not arouse job satisfaction. The job security is affected by
the factors such as, effective communication and good
terms and conditions with the superiors and the
subordinates, safe working environmental conditions, safe
condition of the machines, equipment and other devices
that individuals make use of for production and
manufacturing, availability of incentives and benefits and
good salary in accordance with the performance of job
duties. Overall job satisfaction is slightly related to job
security (Hamid et al., 2013).
Compensation is defined as the monetary benefit given to
the employees by the company in return for the services
that the employees render towards the company. Monetary
compensation and benefits are considered to be the most
imperative areas that employees work for, when they feel,
their pay and benefits are sufficient enough to sustain their
living, then they feel satisfied with their work. When
employees experience promotion and increase in
compensation, then they felt immense pleasure and
satisfaction towards their jobs (Neog & Barua, 2014).
Within the organization, the employees need guidance,
direction and management from their supervisor. The
support of the supervisor is one of the important factors for
employee retention and to do well in one’s job duties.
Supervisor support is defined as the extent to which the
leaders and the administrators make provision of care for
the welfare of the employees and value their contributions.
When the employees feel that they are receiving support,
care and assistance from their supervisor, they develop this
viewpoint that they are being appreciated, heard and cared
for, hence, due to this, they feel satisfied with their jobs
(Neog & Barua, 2014).
At work, it is critical for a person to feel safe and secure.
Susceptibility, vulnerability, weakness, and inefficiency
are all factors that detract from work satisfaction. Effective
communication and good terms and conditions with
supervisors and subordinates, safe working conditions,
safe equipment, machinery, and other equipment that
people use for production and production, access to
benefits and benefits, and good pay in terms of
performance are all factors that affect occupational safety.
Work security is linked to overall job happiness (Hamid et
al, 2013).
Human resource management is an important part of
organizational processes. This is based on the acceptance
that the human resources of the organization and the
organization itself are the same. A well-managed business
organization often sees middle-class employees as the
main source of product profits. These organizations view
employees instead of money as the basic foundations of

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business and providers in the development of the company.
To ensure the attainment of goals and objectives, an
organization creates an atmosphere of confidence and
support for its employees through policies that facilitate
employee satisfaction. Employee satisfaction has
established close communication with highly motivated
employees. Employees are motivated and develop a
loyalty or commitment to the company that leads to better
performance and lower price levels (Parvin, and Kabir,
2011).
Employees in a company rely on their managers for
direction, guidance, and management. One of the most
significant variables in keeping workers and succeeding
successfully in one's job obligations is supervisor
assistance. Managerial support is described as the extent to
which leaders and managers are concerned about the well-
being of their workers and recognize their importance
(Neog & Barua, 2014).
Co-operative relationships in organizations are a sort of
interpersonal interaction built on two concepts: a leader-
member relationship and co-worker collaboration.
Furthermore, interactions with coworkers have been
identified as the fifth most significant element of
workplace happiness in various researches. These results
highlight the impact that workplace social ties may have
on job satisfaction (Kao, 2016).
Policies are critical in every company, according to
Paoline et al, (2005) the correctional institution is at risk of
negative consequences if policies are not clearly defined
and enforced uniformly across all shifts and venues.
Correctional officers benefit from policies that give them
with assistance and direction. On the other side, a lack of
clear and consistent procedures poses an organizational
risk to correctional officers, which may be much more
dangerous than the physical or real threat posed by inmates
Job satisfaction and the impartiality of employment
policies, insurance policies, and timelines have a favorable
and positive link. Organizational policies, particularly
those relating to work appraisal, performance
requirements, appropriate communication methods, and
tracking, have an impact on job satisfaction. As a result,
workers' dependence on management policies is a
significant determinant in their job happiness (Koh & Neo,
2000).
Social and environmental variables have long been
recognized by epidemiologists as contributing to various
phases of human illness. Workplace pressures and
pressures at work are highlighted as key health issues,
based on the fact that employment is one task that lasts a
lot of waking hours (Faragher et al., 2013). Furthermore,
there is mounting evidence that current employment
patterns are negatively impacting work satisfaction and
causing actual damage to individuals' physical and mental
health. There is mounting evidence that current
employment patterns are eroding work satisfaction and
causing direct harm to individuals' physical and mental
health. (Carlson et al, 2000).
Talent Management is the core functional unit of an
organization. Talent Management uses human resources
planning to achieve this objective in order to improve the
employee's productivity. Efforts have been made to keep,
grow, attract and promote workers to them as a part of
talent management and strategic workforce planning.
Instead of being a recruitment procedure, talent
management may increase employee performance and
satisfaction; it can strengthen and evaluate the ability. The
possible scenarios of talent management in public sector
banks are examined and how these activities develop in
turn, improve the performance of bank staff in turn
(Arrawatia et al., 2019).
Wright et al., (2015) revealed that organizational
engagement is the first important indication of staff
retention in their investigation of the elements that
influence employee retention. High-level workers,
according to them, are persons who have a strong feeling
of belonging to the company, accept its 19 objectives and
value systems are more likely to remain with the company,
and are ultimately willing to work hard on their behalf.
Recognition and incentive programs should be part of any
employee retention strategy. The significance of these
sorts of programs is based on positive reinforcement
theories. By thanking workers for a job well done or
patting them on the back to show thanks, an organization
may reward optimum behavior and promote more of the
activities that will make it successful (Johnson & Hulme,
2014).
Internal awards, according to Thomas et al, (2019), create
a winning atmosphere for a firm and its personnel.
Employees are happier and more content because they
have a feeling of achievement and self-confidence, which
leads to job satisfaction and improved work performance.
At the same time, the organization's sales volume and
profit grow as a result of higher employee activity
satisfaction, which has boosted the integration form's
efficacy.
While extensive study has proven that external incentives
aid in the development of people's professionalism,
eventually adding to the organization's success. However,
the influence of external incentives on group or job
performance is uncertain, and the models provide little
direction in terms of a specific sort of payment that

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improves specific workgroup outcomes. (Adeyemi et al,
2017).
Promotion is given as a reward for superior work
performance and behavior that is sanctioned by the
company. People will put in more effort if they believe it
will lead to a promotion. It gives employees a sense of
fulfillment, which boosts their morale, productivity, and
loyalty to the company. Promotability, which is a
consequence of continuous learning and development,
gives opportunities for employees to continue learning and
growing. Promotion is dependent on promotability, which
is a result of continuous learning and growth. Individual
and, as a result, organizational performance improves as a
result of this process (Prasad et al., 2013).
In the service sector, training is an important factor in
helping service personnel increase their efforts and find
purpose and meaning in their work. Customer contact
staffs understand how to provide customer service
expertise and handle their complaints promptly by
following the instructions and return letters informed of
the training. Customers will have better ideas to meet their
services where their needs are met and problems resolved
(Bitner et al., 2019).
Shelton (2016) studied the effects of employee
development programs on job satisfaction and staff
retention aimed at business success. He found that training
and development increase employee satisfaction. It also
helps the employee to make the right decision to stay with
the company. It also concludes that the impact of training
is diminished if the organization's culture does not support
the process of human resource development.
Shishupal et al., (2015) concluded that an organization
should have a specific training policy and training manual.
Management plan found to be useful in developing
productivity, efficiency and efficiency of managers. This
study investigates the relationship between training and
development and job satisfaction in the education sector.
The environment encompasses everything from the
physical surroundings in terms of safety, cleanliness,
illumination, and working conditions to peer relationships,
employee-employer relationships, and organizational
ideals. Overall, a wide range of concerns must be
considered while designing a workplace. Creating a better,
higher-performing workplace necessitates an
understanding of how the workplace influences behavior
as well as how behavior drives workplace performance.
Chi and Gursoy (2019) argue that having an excellent
internal environment for employees is likely to result in
pleased employees who are both loyal to the company and
capable of giving extraordinary customer service. This
implies that when staffs are happy, they provide excellent
service to consumers, resulting in customer loyalty and
organizational efficiency, also incentive opportunities have
a positive impact on employee performance, resulting in
improved organizational performance.
In the context of this study, employees of commercial
banks in Tanzania face challenges with organizational
policies, such as unfair application of organizational
regulations on topics like promotions and reward; line
managers participate in unfair treatment of employees,
such as needless victimization. In light of this, the research
examines the factors that impact employee satisfaction in
Tanzania's banking industry, especially at Mkombozi
Commercial Bank in Dar es Salaam.
2.1 Conceptual Framework
An effective employee is made up of a robust skill set and
a productive working environment. Employee performance
is influenced by a variety of factors, which managers
should be aware of at all times and aim to improve. Figure
1 shows how these components are represented.
Independent Variable Dependent Variable
Fig.1: Conceptual framework showing relationship between employee satisfaction and organization performance
2.2 Operationalization of the Study Variables
2.2.1OrganizationalStructure.
Organizational structure is the framework of the relations
on jobs, systems, operatingprocess, people and groups
making efforts to achieve the goals. Organizational
structure is a set of methods dividing the task to
determined duties and coordinates them. Structure is not a
coordination mechanism and it affects all organizational
process. Organizational structure refers to the models of
internal relations of organization, power and relations and
reporting, formal communication channels, responsibility
Employee Job Satisfaction:
• Organizational structure
• Reward
• Promotion
Organization’s
Performance

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and decision making. Helping the information flow is one
of the facilities provided by structure for the organization.
Organizational structure should facilitate decision making,
proper reaction to environment and conflict resolution
between the units. The relationship between main
principles of organization and coordination between its
activities and internal organizational relations in terms of
reporting and getting report are duties of organization
structure (Hejase, et al., 2016).
2.2.2 Reward
Organizations today must build a workplace environment
that motivates, loyalties, and commits individuals to
strategic competency. If employees are given rewards and
extrinsic remuneration such as wage raises, bonuses,
allowances, and grants, as well as job stability and
advancement chances, effective organizational intervention
leads to improved employee happiness. Employees feel
happy and psychologically connected to their employers if
they believe their employers recognize and reward their
efforts, which in turn provide a competitive advantage in
the long run. To have an extremely engaged staff,
managers need first to ensure that their employees
currently accept specific hygienic criteria that they control.
The current working environment and the level of
supervision received by staff may include these elements.
2.2.3 Career Promotion
Promotion is given as a reward for bettering one's
performance and conduct in the workplace. People will
work harder if they believe this motivates them.
Employees who increase their morale, productivity, and
organizational loyalty like it. Because promotion is
dependent on promotion, which is the consequence of
continuous learning and growth, it provides chances for
continued learning and personal development. This method
improves individual and, as a result, organizational
efficiency. There are a range of advantages for the
employees not only, but also for the organization they
work in. Promotion is a technique of ensuring that people
are able to improve talents and skills efficiently. Promotion
provides a sense of satisfaction with the current conditions
and promotes the ambition to continue with the business
(Chruden & Sherman, 1980).
III. METHODOLOGY OF THE STUDY
A descriptive research approach was used to examine the
relationship between dependent variable (employee
satisfaction and organization performance) and
independent variable (talent development, reward, and
promotion). The design of a descriptive survey assists the
researcher in obtaining, summarizing, presenting, and
interpreting data for reasons of clarity (Shirima, 2020).The
target population comprised of 3 branches of Mkombozi
bank located at Kinondoni district and Ilala district in Dar
es Salaam region. The study targeted senior officers,
department managers and bank operation personnel.
The sample size involved 30 respondents from three
Mkombozi bank branches including Msimbazi center
branch, Kariakoo branch, and Main branch (head quarter)
at St. Joseph. The researcher selected senior officers,
department managers, and bank operation personnel from
the selected commercial banks from the three branches in
Dar es Salaam. The data was collected from primary
resource. Senior executives were interviewed, and
questionnaires were sent to qualified workers by heads of
department. The data was collected and then processed in
such a way that it could be used for analysis, debate and
interpretations, allowing the study to reach relevant
conclusions in terms of the study’s goal.
IV. FINDINGS OF THE STUDY
4.1. Influence of organization structure together with
working environment, on employee’s satisfaction and
performance.
Table 1: Percentage distribution of response on organization structure
Questions / Statements Responses (Extent) [%]
Statements
Strongly
disagree
Disagree Uncertain Agree
Strongly
agree
Total
In general, I would define my
organization's structure as friendly, which
allows me to do my work well.
30 33.3 36.6 0 0 100
My work environment has certain risk
factors.
3.3 33.3 26.7 33.3 3.3 100
My work organization makes it difficult
for me to continue with my present
organization.
3.3 33.3 20 43.3 0 100

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Through the findings shows that most of employees that
is 36.6% of employees are uncertain, if the organization
structure is friendly for them. Unfortunately, at greater
percentage 33.3% and 30% of employees generally
disagree on organization structure being friendly.
Likewise, 43.3 % of agree that their organization
challenges them and 33.3 % of employees say that they
are working in risk environment. This implies that most
of employees are unhappy of the organization structure
and their working environment. The findings are related
to Anin, (2016) receiving a promotion during a specific
time period corresponds with increased employee
satisfaction, even after accounting for the worker's current
compensation, wage rank within her peer group, and
wage growth. Employees who believe they will be
promoted are more satisfied at work.
4.2. The extent to which reward have an impact on
employee job satisfaction and organization’s
performance
Table 2: Percentage Distribution of Responses on Financial Reward and Appreciation
Questions / Statements Responses (Extent) [ %]
Statements
Strongly
agree
Agree Uncertain Disagree
Strongly
disagree
Total
My present income inspires me to continue with my
current organization.
0.00 40.0 16.7 36.7 6.7 100
My income is comparable to that of my co-workers
on the same pay scale in my organization and those
in other companies in the industry.
3.3 40.0 10.0 40.0 6.7 100.0
Employees at my organization are recognized and
honored during yearly awards ceremonies.
3.3 13.3 6.7 70.0 6.7 100.0
My company rewards me for my contributions by
giving me annual bonuses and other perks.
0.0 23.3 13.3 50.0 13.3 100.0
According to the findings in Mkombozi bank there is a
friction between those who say that their salary motivates
them and those who disagree with that. However, 40% of
employees agree that their salary is equal to their
colleagues’ salary working in the same industry and at the
same percentage (40%) disagree with that. Furthermore,
results shows that 70% of employees say that there is no
awards through annual awards celebrations. Making the
matters worse half of employee that is 50% of employees
say that there is no any form of bonuses or other benefit as
a sign of appreciation while 23.3% agree that there is an
annual bonus and other benefits. This implies that Most of
employees are paid accordingly depending on their roles
and salary scale in their organization, though salary scale
differs in different organization in the same industry.
Moreover, extra payment like bonuses and other benefits
are for few organizations. Unlikely the study done by
Shechtman et al, (2007), even after accounting for the
worker's existing salary, wage rank within her peer group,
and wage growth, receiving a promotion within a given
time period correlates with greater employee satisfaction.
Employees who feel they will be promoted have a greater
level of satisfaction.
4.3. The influence of the availability of career
promotions on employee job satisfaction and
organization‘s performance
Table 3: Percentage distribution of respondents on promotion and career growth
Statement/ Questions Response (Extent) [%]
Statement Strongly
agree
Agree Uncertain Disagree Strongly
disagree
Total
My promotion and grade are both fair 3.3 26.7 16.7 43.3 10.0 100.0
My company offers a sponsorship program that
helps employees pursue academic and professional
education.
3.3 23.3 0.0 63.3 10.0 100.0

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I will quit my present company to work for other
companies that will provide me with more
prospects for advancement and learning.
6.7 46.7 26.7 16.7 3.3 100.0
With my current organization, I see my career
progressing.
13.3 33.3 30.0 23.3 0.1 100.0
Even after adjusting for the worker's present income, wage
rank within her peer group, and wage growth, receiving a
promotion within a given time period correlates to higher
employee satisfaction. Employee satisfaction is also
greater among those who feel a promotion is attainable.
According to the findings most of employees (43.3%)
don’t perceive that their promotion and grade as fair.
However, most of organizations do not provide
sponsorships programs for their staffs to pursue academic
and professional education programs. However due to
many factors most of employees say that they will leave
their current organization if they will be promised to have
learning opportunities and be promoted somewhere else (in
other organizations).
These findings relate to Duah (2016) that the ability of
managers to satisfy workers with incentives is a dynamic
process. This is in reality a function of many similar
factors to be applied positively by any manager who
wishes to accomplish it. First, any employee's satisfaction
with the awards is necessarily connected to what he or she
expects from and receives from the organization. Feelings
of happiness or dissatisfaction emerge as workers compare
their contribution to a combination of intrinsic and
extrinsic awards from their organizations, such as
education, work skills and effort this will increase
employee job satisfaction.
V. CONCLUSION AND RECOMMENDATIONS
Based on the findings as presented above, there are two
areas where the study makes contributions. Findings of this
study, is potential by providing factors which are vital in
making employees satisfied with their jobs, within the firm
under the Tanzanian context. These findings expand our
knowledge in that regard. Further, the findings provide
ways of improving employees‟ job satisfaction in firms
which is the base for customer satisfaction, retention and
even profits.
With respect to the connection between job satisfaction
and performance of workers, findings of the study have
fallen into that group of researchers, who documented a
weak or no relationship between the two variables. With
that, findings might have been contravened by other
background variables (like age of employees, their sex,
experience, type of jobs, education, etc.) or measurement
methods. Thus, researchers should understand that, links
between these variables are moderated by several factors
and measurement methods.
Depending on the outcomes of this study, the management
of Mkombozi Bank and even other firms need to
understand that, there was a connection between employee
satisfaction and workers‟ performance. Even if the link has
been found to be weak here, it was simply contravened by
other variables and measurement methods employed. What
they needed to do, is just to put more stress on improving
those factors that are vital in making employees become
satisfied with their jobs. Management should also work
critically on those factors which have been mentioned, to
demoralize workers to become satisfied with their job.
It has been observed that, employees of Mkombozi Bank
some are become satisfied but some are not satisfied with
their job and that, most of them had their level of
dissatisfaction as high or very high. Further, it has been
found out that, factors that were responsible for their being
dissatisfied are, managerial system, an attractive package
of salary, and job security, promotion and grade as fair,
awards through annual awards celebrations. It is therefore
recommended that, the management capitalizes on these
factors to sustain employee satisfaction at the firm, for the
betterment of the employees, customers and the firm in
general. It was also found out that, there were a few
employees who indicated no to be satisfied with their jobs.
Factors which were behind this level of dissatisfaction
were; poor working relationship with their seniors, long
stay at the firm without promotions, lack of training
opportunities, and uneven provision of incentives to
employees. The management is advised to look at these
findings as an eyeopener for it to reflect and work on the
factors so as, to make all their employees happy. This will
enable the firm to go on the same direction with a good
spirit with all its employees. The management is further
advised to take a lead of undertaking some investigation,
to understand other factors which were responsible for
employee satisfaction and those against, for it to take
further necessary measures. This could be achieved
through providing suggestion boxes or other techniques,
which might be deemed appropriate. Employees should be
open to inform their management through appropriate
meetings on what they feel discouraged other employees
not to be satisfied with their jobs. This would help the

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management to take an appropriate step, before things
become worse at work environment.
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